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3.
Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
SECTION I – PLANNING OVERVIEW
1.0 INTRODUCTION
The University's primary mission is:
To advance, transmit and sustain knowledge and understanding through the
conduct of teaching, research and scholarship at the highest international
standards, for the benefit of the international and national communities and the state
of Western Australia.
Achieving a reputation for international excellence requires world class human resource
management as people provide the University with its key competitive advantage.
This document, the Strategic Plan for Human Resources 2009 – 2014, describes the goals
and objectives for realising the Division’s strategic goals, hence contributing to the
University’s mission. In so doing, the Human Resources Division operates within the
context of the University budgeting and planning cycle.
2.0 HUMAN RESOURCES DIVISION – AN OVERVIEW
The Human Resources Division supports the University mission through a set of key
strategies which:
 provide support to the strategic leadership of the University,
 deliver organisational development and other support services to staff, and
 ensure quality assurance.
The Human Resources Division is organised into a Directorate and six functional sections
each of which reports to the Director and through to the Executive Director, Finance and
Resources. On Human Resources policy there is also a reporting line through to the Senior
Deputy Vice Chancellor. A brief listing of the responsibilities of each Section is listed
below.
HR Directorate
Strategic Planning and Financial Management
HR Services
Recruitment, Appointments, Leave, Salary Related Payments, Resignations, Terminations,
Alesco, Employee Self Service, System Reports, Superannuation & Salary Packaging,
Eligible Termination Payments and Statements and Executive and Chair Appointments,
Academic Promotions
Employee Relations and Management Services
Industrial Relations, Enterprise Bargaining, Classifications, Mobility, Organisational Change
and Restructure, Consultancy/Advice on HR Issues, Alternative Dispute Resolution
Organisational and Staff Development Services
Implementation of the Leadership Framework including provision of programmes,
workshops and facilitation to support strategic, leadership, academic, professional and
personal development of staff; Management and development of organisational change
initiatives and projects; Training Support Services
Safety and Health Services
Occupational Health and Safety, Employee Assistance Programme, , Radiation Protection,
Biological Safety, Chemical Safety, Injury Management and Workers' Compensation, OHS
Management Systems Auditing
Equity and Diversity Services
Equal Opportunity, Diversity, Affirmative Action, Harassment, Discrimination, Work, Family
and Flexibility, Workplace Culture, Diversity and Equity in the Curriculum
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4.
Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
Policy and Planning
Planning, Research, Policy Development, Review and Evaluation, Monitoring and
Reporting, Workforce Planning
3.0 THE OPERATING CONTEXT
3.1 The External Environment
Strategic human resource management recognises the economic, social and political
factors that create the external context in which the University operates.
Factors with significant implications for effective human resource management relate to the
changing composition of the Australian workforce, in terms of age, gender and ethnic
distribution. The University seeks to ensure that its workforce, to the greatest extent
possible, is a reflection of the Australian community. To that end UWA will continue to
analyse and remove the systemic organisational barriers to women’s advancement and
encourage diversity in its staff and student population.
There are significant challenges in maintaining high level productivity in an ageing
workforce and ensuring that the University is successful in recruiting and retaining high
quality staff at a time of significant competition, nationally and professional discipline areas
such as engineering, business and medicine. The resources boom in Western Australia
has also contributed to difficulties in recruiting and retaining quality staff in professional
areas such as information technology, financial services, human resources, and the trades.
For all staff the issue of work-life balance has become a high priority that is essential to
address. A comprehensive approach to personal and professional development is
necessary so that the University can create the career opportunities and reward structures
that contribute to ongoing job satisfaction and, hence, retention.
The University operates within a complex legal framework (see Appendix A). A number of
items of legislation are directly relevant to day to day human resource management.
3.2 The Internal Environment
Human Resources is a centralised function that operates within a complex and dynamic
framework where a range of external challenges intersect with our unique University culture
or, to be more accurate, University cultures. Its role is to provide advice and support to
Executive and line management on human resource issues. The Human Resources
Division at UWA, unlike most other Australian universities, incorporates a full suite of HR
functions1
.
Within this framework effective human resource management processes are required that
facilitate continual staff learning and development (creating a learning organisation2
),
improve leadership capacity, and encourage consultation and collaboration with members
of the University and broader community. Such processes are central to the achievement
of our intended outcomes -- cultural change that enhances institutional equity and diversity,
high morale, commitment, trust and a willingness to embrace change, and high productivity.
A framework that describes the operating environment for human resources at the
University of Western Australia is presented diagrammatically below.
1
Includes Safety and Health, Equity and Diversity, and Staff Development for all staff in addition to traditional
personnel, payroll and industrial functions.
2
The term ‘learning organisation’ was first used by Peter Senge (The Fifth Discipline: The Art & Practice of the
Learning Organization, Random House Australia, 1990). ‘Learning organisations’ are “organizations where people
continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking
are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together”. (p
3)
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5.
Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
To effectively manage its human resources given the complexity of its operating
environment the University has developed a comprehensive policy framework.
THE UNIVERSITY OF WESTERN AUSTRALIA – ONE STAFF, ONE UNIVERSITY
Page 4
Financial and Political Constraints
Impact of Technology
Competitive and Insecure Environment
Requirements for Accountability
UNIVERSITY CULTURES
Leadership
Consultation and
Collaboration
High Morale,
Commitment,
Trust and a
Willingness to
Embrace
Change
High Productivity
Institutional Equity and
Diversity
Continual
Learning and
DevelopmentVISION

6.
Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
SECTION II - MISSION, VISION, GOALS AND OBJECTIVES
The University has identified as its prime goal the entry of UWA into the top 50 universities of the
world within the next 50 years. The quality of its staff are central to that vision.
1.0 MISSION STATEMENT
“People Matter”
To engage in best practice human resource management that enables University
excellence.
2.0 VISION STATEMENT
The University of Western Australia is recognised nationally and internationally as an
employer of choice and a model of best practice human resource management.
This vision will be achieved, through consultation and communication with clients, by
 providing high quality professional HR expertise;
 being collaborative, consultative and supportive;
 fostering and sustaining relationships;
 modelling inclusive behaviour in all our services
 benchmarking our services nationally and internationally to foster continuous
improvement;
 aligning our services to the University’s core business;
 facilitating culture change;
 utilising transparent systems and regularly evaluating these; and
 identifying and responding positively to new challenges
3.0 STRATEGIC DIRECTIONS FOR HUMAN RESOURCES
A high quality University is dependent upon the quality, reputation and productivity of its
staff, its human resources. The Human Resources Division will continue to engage in
regular analysis and planning to ensure its services address the long term needs of the
University. Over the next five years the six strategic concerns are:
 Staff and Organisational Renewal – Recruiting and Retaining High Quality Staff
 Employment Flexibility
 Accounting for Performance
 Continual Learning
 Creating an Equitable and Diverse Workplace
 Creating a Safe and Supportive Workplace Culture
Strategies to address these are identified in the University’s Operational Priorities Plan and
the related HR Operational Priorities Plan.
3.1 Staff and Organisational Renewal – Recruiting and Retaining High Quality Staff
Recruitment and retention of high quality staff in a competitive labour market is of vital
importance to the University. As Australia ages there is a concentration of staff in the older
age groups and a relatively small proportion of younger academic staff. Successful human
resource management will require effective recruitment and retention strategies that take
into account the following:
 Accelerated retirements will be accompanied by continued growth in student
numbers as the participation rate rises, increasing the demand for staff
 There will be increased competition for a limited number of quality staff in an
increasingly international labour market in which Australian higher education budgets
are significantly constrained in contrast to many competitors.
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Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
 Traditional academic career structures may be less attractive to younger people than
in the past.
 Well-being in the workforce has become increasingly important. High workload, low
financial reward careers may further constrain the supply of quality staff. Together
with increased expectations about research performance and higher levels of
accountability and reporting, there is the potential to become less competitive
internationally.
 A difficult funding environment will continue to limit the University’s ability to provide
an internationally competitive reward structure.
3.2 Employment Flexibility
Current collective agreements are aligned with the University's strategic planning and
budget process, and salary increases are based on capacity to pay. There continues to be
moves towards greater flexibility at both the institutional and individual level, a trend seen
as also important in recruitment and retention.
3.3 Accounting for performance – a high performance culture
Human Resources analyses information from a variety of sources to assist in the
development of institutional improvement strategies. The University’s staff performance
management framework linking individual and institutional performance objectives is an
important element in the University’s accountability framework.
3.4 Continual learning
A rapidly changing knowledge base in the work of universities, rapidly developing
information technologies, the competitive environment, the devolution of decision-making to
faculty and school leaders, and an increasing level of liaison with the community requires a
high level of skill and knowledge on the part of staff. This can be developed only by a
commitment to lifelong learning by each member of staff as well as access to a
comprehensive range of staff development opportunities. The need to develop 21st
century
leadership capacity offers a particular challenge, particularly given the significant
demographic change.
3.5 Creating an equitable and diverse workplace
Diversity amongst staff and students which reflects the broader Australian community has
the benefit of building a broad base of community support as well as meeting important
social, moral and human rights, and commitments to equity and diversity. A diverse staff
will improve the quality of decision-making in the University and is incorporated into its
accountability framework. This commitment is not only important in terms of social justice
but it an important attraction and retention strategy.
3.6 Creating a safe and supportive workplace culture
Physically and psychologically safe work environments and safe work practices are key
aspects of the University’s risk management strategy. This university has a high
commitment to safety, not only for its own employees and students, but also for contractors
and visitors. To maintain UWA as an employer of choice requires a positive, inclusive and
high performance culture marked by cooperation and respect, and where the work
environment promotes work/life balance for staff. Improved productivity also rests,
therefore, on building a ‘one-staff, one-University’ culture.
4.0 VALUES
The core values of the University of Western Australia are a commitment to:
 A high performance culture designed to achieve international excellence
 Academic freedom to encourage staff and students to engage in open exchange of
ideas and thought
 Continuous improvement through self-evaluation and external review
 Fostering the values of openness, honesty, tolerance, fairness, trust and
responsibility in social, moral and academic matters
 Transparency in decision-making and accountability
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8.
Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
 Equity and merit as the fundamental principles for the achievement of the full
potential of all staff and students
Human Resources is determined to provide a quality integrated service by creating a safe,
healthy and supportive environment where its own staff are valued, respected and able to
realise their full potential. In so doing Human Resources has further refined the University
level values to demonstrate:
Integrity by Maintaining confidentiality and professionalism, treating
others with respect, courtesy and fairness
Innovation by Promoting and embracing meaningful change, pursuing
excellence and striving to improve our knowledge and
skills
Diversity by Recognising and respecting the value of human
differences, acknowledging and appreciating the
contributions of others
Freedom of expression by Expressing views without fear of recrimination,
encouraging and acknowledging new ideas
Team spirit by Communicating openly and honestly in a constructive
and a supportive manner sharing ideas and resources
Accountability by Taking personal and professional responsibility for our
actions, maintaining a consistently high level of
performance
In so doing Human Resources aspires to maintain a positive attitude, sense of perspective
and good humour
5.0 GOALS AND OBJECTIVES
A. Education
1.0 To provide services that contribute to ongoing improvement of university
teaching and learning
1.1 To support the career transition of postgraduate students, postdoctoral staff
and early career academics
1.2 To contribute to the embedding of equity and diversity perspectives into the
curriculum
B. Research and Research Training
1.0 To provide services that contribute to ongoing improvement of university
research and research training
1.1 To support the development of research staff and research leaders
C. External Relations
1.0 To demonstrate excellence in human resource management that positions
UWA as an employer of choice nationally and internationally
1.1 To expand links with external organisations (both nationally and
internationally) and community groups
1.2 To showcase UWA HR achievements and expertise and contribute to national
HR agendas.
D. Resourcing
1.0 To align resource allocation with University strategic and operational priorities
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Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
1.1 To collaborate in maximising external funding
E. Staffing
1.0 To support the development of UWA as a learning organisation responsive to
individual and organisational needs
1.1 To provide appropriate leadership development opportunities
1.2 To develop and maintain orientation and induction procedures
1.3 To support the career aspirations of UWA staff
2.0 To provide high quality human resource services to the University community
2.1 To manage the employment instruments of the University
2.2 To recruit the highest quality staff (Staff) and support their retention
3.0 To ensure that the University fulfils its statutory and audit requirements
3.1 To ensure compliance with State and Commonwealth legislation applicable to
the management of the University’s workforce
4.0 To monitor organisational and individual performance
4.1 To support the performance management process (the Professional
Development Review)
4.2 To support quality assurance through benchmarking and auditing
5.0 To identify, promote and implement improved policies and practices that
demonstrate social and economic responsibility
5.1 To work towards an equitable representation and distribution of staff from
diverse backgrounds (Staff)
5.2 To promote a safe, healthy and inclusive workplace that encourages work/life
balance for staff
5.3 To facilitate the provision of appropriate facilities and services to create an
accessible work and study environment
F. Management
1.0 To respond to workplace trends and opportunities
1.1 To build a comprehensive policy review and development process
1.2 To develop strategic policy responses to human resource issues
1.3 To facilitate cultural change and organisational well being
2.0 To support effective management systems, organisational structures and
practices
2.1 To partner with managers in addressing their emerging human resource
priorities
2.2 To improve leave management in the University
2.2 To develop and deliver high quality and responsive IT/IS capabilities
2.3 To improve the coordination between and within central and devolved units in
the University structure (Mgt) through practical application of the One Staff,
One University approach
2.4 To establish systems that ensure maintenance of the knowledge of key human
resources procedures
2.5 To provide accurate and reliable HR data through regular management
reporting to facilitate decision making
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10.
Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
SECTION III – OPERATIONAL PRIORITIES PLAN
A crucial step in the planning process is translation of strategic goals and objectives into a specific
set of operational priorities. This is achieved through development of an Operational Priorities
Plan (OPP). The Operational Priorities Plan (OPP) provides the link between the Human
Resources Strategic Plan and the detailed business plans of each team within the Division.
The OPP specifies the particular objectives that are to have the highest priority during the
specified 3-year period, 2009 – 2011, and, within this framework, the associated performance
indicators and implementation strategies. It also assigns responsibility and accountability for
particular objectives.
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11.
Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
A. EDUCATION
1.0 To provide services that contribute to ongoing improvement of University teaching and learning
Objective Performance Indicators Implementation Strategies Resource
Requirements
Responsibility
1.0 To provide services that contribute to ongoing improvement of University teaching and learning
1.1 To support the career
transition of postgraduate
students, postdoctoral staff
and early career academics
(ECA)
Number of workshops and
programmes offered
Postgraduate student attendance at
courses
Head of School feedback
ECA retention
ECA feedback participation
In collaboration with the Graduate School, develop
appropriate programs for postgraduate students
nearing completion
To offer support to early career academics in
workplace management and career management,
and research
ARR Director. OSDS
1.2 To contribute to the
embedding of equity and
diversity perspectives
Number and nature of
consultancies provided
Feedback from the teaching and
learning community
Provide consultancy and direct services to support
wider understanding of equity and diversity issues
B. RESEARCH AND RESEARCH TRAINING
1.0 To provide services that contribute to ongoing improvement of University research and research training
Objective Performance Indicators Implementation Strategies Resource
Requirements
Responsibility
1.0 To provide services that contribute to ongoing improvement of University research and research training
1.1 To support the Participation in programmes
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12.
Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
Objective Performance Indicators Implementation Strategies Resource
Requirements
Responsibility
1.0 To provide services that contribute to ongoing improvement of University research and research training
development of research
staff and research leaders Number of consultancies provided
Staff participation feedback
Number of events
Bulletins
Discussion papers
Develop and deliver programmes to support
researchers and research management including
research project management (T&L, Mgt)
Provide guidance to heads of school and research
groups on team and workplace leadership by
 Maintaining and promoting collegial
communication on research leadership and
management across the academic community.
 Developing research forums to promote
ongoing awareness and scholarship of
practice.
 Developing strategies to support early career
academics in the preparation of grant
applications
Enhance researcher capabilities
Advise researchers on the design of safe workplaces
and safe work practices
WER Director, OSDS
C. EXTERNAL RELATIONS
1.0 To demonstrate excellence in human resource management that positions UWA as an employer of choice nationally and internationally
Objective Performance Indicators Implementation Strategies Resource
Requirements
Responsibility
1.0 To demonstrate excellence in human resource management that positions UWA as an employer of choice nationally and internationally
1.1 To expand links with Increased number of collaborative Provide consultancy support to the external WER DHR
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13.
Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
external organisations (both
nationally and
internationally) and
community groups
projects
Increased number of external
consultancies
community in areas of identified strategic value.
Contribute to professional bodies including hosting
and planning national and international conferences,
fora and colloquia
To increase the number of visitors participating in
UWA Leadership Forums.
1.2 To showcase UWA HR
achievements and expertise
and contribute to national
HR agendas
Number of awards won and other
public recognition
Increasing level of interest in UWA
HR strategies
Number of HR publications and
conference presentations
Increased level of interest in UWA
HR strategies
Collaborate with universities and other organisations
to promote UWA best practice.
Participation in and contribution to sector HR
conferences and workshops
Encourage HR staff to research, publish and present
at conferences
Participation in benchmarking, ongoing research
activities, and regular evaluations and audits
Enter award contests for HR practices
Purchase and use a benchmarking tool
WER DHR
D. RESOURCING
1.0 To align resource allocation with University strategic and operational priorities
2.0 To provide timely and accurate human resource information for decision making
Objective Performance Indicators Implementation Strategies Resource
Requirements
Responsibility
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14.
Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
1.0 To align resource allocation with University strategic and operational priorities
1.1 To collaborate in
maximising external funding
Funds received Ensure compliance with HEWRRS (Resourcing) –
Ensure compliance measures are met
Identify and apply for other sources of funding,
including cost recovery services
Identify opportunities for resourcing innovative
strategies
WER
ARR
Mgr, ERMS
DHR
E. STAFFING
1.0 To support the development of UWA as a learning organisation responsive to individual and organisational needs
2.0 To provide high quality human resource services to the University community
3.0 To ensure that the University fulfils its statutory and audit requirements
4.0 To monitor organisational and individual performance
5.0 To identify, promote and implement improved policies and practices that demonstrate social and economic responsibility
Objective Performance Indicators Implementation Strategies Resource
Requirements
Responsibility
1.0 To support the development of UWA as a learning organization responsive to individual and organisational needs
1.1 To provide appropriate
leadership development
opportunities
Increased participation rates
Positive participant satisfaction
surveys
Positive changes in leadership
behaviours and cultural indicators
as measured through the WLS and
Implement the Leadership Framework as a way to
build capacity amongst managers and supervisors to:
 Resolve people and/or financial management
issues at the local level through WWP project
“Enhancing Financial and Management
Capabilities” (Mgt);
 UWA – Best Place to Work; and
 Develop a transparent and supportive
ARR Director, OSDS
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15.
Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
Objective Performance Indicators Implementation Strategies Resource
Requirements
Responsibility
1.0 To support the development of UWA as a learning organization responsive to individual and organisational needs
other tools
Increase in the proportion of staff
indicating on the Working Life
Survey their satisfaction with the
quality of local management.
management style (Staff)
Maintain and deliver
 the ‘Heads Up’ programme (Staff)
 the LDW programme and associated projects
 the Pathways to Leadership Programme
Develop and implement leadership programs for
other groups of staff. (Staff)
Improve the people and financial management skills
of staff management and supervisory responsibilities
through the WPP project (UWA – A Good Place to
Work programme) (Staff)
Provide support to University leaders participating in
designated organisational development projects
Further develop the research grant management
skills of grant holders (Future Research Leaders)
(Mgt)
Provide expertise and support to the annual
Leadership Retreat
Develop and deliver customised leadership training
at a local level
ARR
ARR
ARR
WER
WER
To be provided
centrally
User pays / OSDS
in kind support
Director, OSDS
Director, OSDS
Director, OSDS
Director, OSDS
Director, OSDS /
Research Services
Director, OSDS
Director, OSDS
1.2 To develop and maintain
orientation and induction
procedures
Improved staff attendance at
orientation and induction
programmes
Increased number of hits on
Maintain, expand and promote the induction web site
Introduce online induction to HR processes
Improve support for new staff
WER Director, OSDS
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Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
Objective Performance Indicators Implementation Strategies Resource
Requirements
Responsibility
1.0 To support the development of UWA as a learning organization responsive to individual and organisational needs
induction web site
Increased number of induction
plans in operational areas
Positive feedback from new staff on
induction process
Develop and introduce specialist orientation and
induction programmes including customer service
and information technology and for those moving into
senior roles
Introduce a process of centrally providing and
recording all inductions
Ensure that work specific procedures are provided at
induction
Assist faculties to enhance induction
Ensure that induction procedures for new staff and all
contractors promote awareness of the University’s
 aspirations around equity and diversity
 safety and health policy and requirements
WER Director, OSDS
1.3 To support the career
aspirations of UWA staff
Increased number of mobility
opportunities
Increased take up rates for mobility
options
Improved promotion rates for those
engaged in mobility programmes
Increase in the proportion of staff
indicating on the Working Life
Survey their satisfaction with their
staff development opportunities
Expanded access to career opportunities for staff
Develop the professional skills and knowledge of
staff
Improve career opportunities for staff through, for
example, increased mobility (Staff)
Enhance mobility to support workforce planning
Enhance linkages with the PDR to support workforce
planning
Provide staff with career management assistance
WER
ARR
WER
Mobility Officer
Director, OSDS
Director, OSDS/
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Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
Objective Performance Indicators Implementation Strategies Resource
Requirements
Responsibility
1.0 To support the development of UWA as a learning organization responsive to individual and organisational needs
opportunities for all UWA staff (does this assume that
OSDS is the one stop, or HR??
Objective Performance Indicators Implementation Strategies Resource
Requirements
Responsibility
2.0 To provide high quality human resource services to the University community.
2.1 To manage the
employment instruments of
the University
Certification of Agreements
Completion of Award modernisation
process where required
Facilitate staff input into collective bargaining
Negotiate collective agreements
Renegotiate industrial awards to review common law
contracts
Educate and inform staff on new industrial
requirements
Engage in award modernisation
To further the standardisation of conditions in a
single agreement for ‘one staff’ where appropriate
WER
WER
WER
WER
Mgr, ERMS
Mgr, ERMS
Mgr, ERMS
Mgr, ERMS
2.3 To recruit the highest
quality staff and support their
retention
Increase in the proportion of new
academic staff holding a doctorate
and in the proportion of new
professional staff holding a
bachelor degree or above
Improve selection and appointment policies and
processes through
 Reviewing recruitment policies and procedures
including the development of enhanced search
procedures (Staff)
 Implementing procedures to recruit staff with
international reputations to boost the University’s
research profile in selected priority areas (Staff)
ARR DHR, Mgr, HRS
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Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
 Building the skills and knowledge of staff
participating in selection processes (Staff)
 Implementing effective induction processes for all
new recruits through the University; and (Staff)
 Developing the means to reduce the time taken
to fill vacancies (Staff)
 Review the composition of selection committees
and timelines
Investigate the need for providing visa application
support to successful applicants
Collect and analyse recruitment, retention and
turnover data.
Establish workforce and succession planning,
including retirement planning, to all levels of the
University (Staff)
Introduce the recommendations of the HR Review in
relation to recruitment
Implement the second phase of the amended pre
employment medical procedure
WER
ARR
WER
WER
Mgr, HRS
DHR, Mgr, HRS
DHR, Mgr, HRS
Mgr. S&H
Provide and promote attractive employment
conditions including improved salary packaging
options and access to child care (Staff)
Continue to increase flexible working options for staff
to assist them in creating improved work quality and
life balance (Staff)
Build a positive, inclusive and diverse workplace
culture in which inappropriate behaviour is
addressed (Staff)
ARR
WER
WER
DHR, Mgr E&D,
Mgr, ERMS
Mgr, ERMS
Mgr, E&D
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Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
Develop and promote the Total Rewards concept to
existing and prospective employees to build on the
University’s reputation as an employer of choice
(Staff)
Improve the employment conditions of research staff,
as identified in the PARC report, including improved
access to ongoing employment (T&L)
Introduce a new career structure for academic staff
Review probation/tenure and promotion policies and
procedures.
To implement new academic workload models
Improve career opportunities for staff through
mobility (Staff)
Review general staff classification structures and
implement the Hay classification tool
Consider introduction of a single spine salary
structure
Expand and promote salary packaging arrangements
Provide reward and recognition options
Promote flexible employment and reward options
WER
ARR
ARR
WER
ARR
WER
WER
DHR
DHR
DHR
DHR
DHR
Mgr, ERMS
Mgr, ERMS
Objective Performance Indicators Implementation Strategies Resource
Requirements
Responsibility
3.0 To ensure that the University fulfils its statutory and audit requirements
3.1 To ensure compliance
with State and
Commonwealth legislation
Number and type of grievances and
complaints
Educate clients on legislative requirements and
related policy and procedures
WER All
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Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
applicable to the
management of the
University’s workforce
Improved effectiveness of
resolution
Reduced timelines for resolution of
grievances
Establish a process to ensure new or changes to
legislation are implemented as appropriate
Implement the university-wide complaints
management system for staff
WER
ARR
DHR
University-wide
Objective Performance Indicators Implementation Strategies Resource
Requirements
Responsibility
4.0 To monitor organisational and individual performance
4.1 To support the
performance management
process (the Professional
Development Review)
High levels of staff accessing PDR
training
Positive feedback on the PDR
process
Positive results from PDR
evaluation
Positive feedback on the use of the
Academic Portfolio for promotion
and tenure
SPOT usage
Ensure the full implementation of the Professional
Development Review process for all staff (Staff)
Implement the recommendations of the PDR review
Review the effectiveness of the PDR process and
make any necessary changes. (Staff, Mgt)
DHR; Director
OSDS
4.2 To support quality
assurance through
benchmarking and auditing
Increasing number and widening
breadth of external benchmarking
arrangements
Increasing frequency and
broadening scope of internal audits
Positive outcomes of programme
evaluations
Continue UWA participation in HR benchmarking
initiatives and formulate action plans aimed at
improving UWA’s comparative performance
Investigate and develop HR internal benchmarks
Investigate adoption of an integrated HR
benchmarking tool
Prepare annual reports to demonstrate accountability
Conduct programme evaluations where appropriate
WER DHR
DHR
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24.
Human Resources Strategic Plan 2009 – 2014 and Operational Priorities Plan 2009 – 2011
equitable representation and
distribution of staff from
diverse backgrounds (Staff)
from diverse backgrounds
recruited, retained and promoted
Movement towards and Equity
Index of 100 for female staff in both
academic and professional
categories
Increase in the ratio of indigenous
staff towards the proportion they
represent in the WA population
Increase in the ratio of staff from
diverse backgrounds towards the
proportions they represent in the
WA population
Continue to implement and evaluate the Workforce
Diversity, Disability Access and Inclusion Plan and
Indigenous Employment Strategies
Assess UWA’s gender equity position and implement
‘targeted’ improvement strategies
Identify improved performance indicators for
workforce diversity
WER
WER
WER
Mgr, E&D
Mgr, E&D
Mgr, E&D
5.3 To facilitate the provision
of appropriate facilities and
services to create an
accessible work and study
environment
Number of complaints/cases
Guidelines developed
Support the implementation of the Physical Access
and Wayfinding Plan
Build the capacity of University staff to respond
effectively to the needs of staff and students with a
disability
Maintain and develop, where needed, mechanisms
for ensuring that the University maintains a proactive
response to disability issues
Introduce a declaration of pre-existing illness or injury
for new staff to assist to meet their accommodation
needs
WER
ARR
ARR
ARR
WER
Mgr, E&D; SOT
Mgr, E&D
Mgr, E&D
Mgr, E&D
Director, OSDS
Mgr, E&D
Page 23